A Bibliography on Judaism for Christian Educators: Part I     

Joel E. Renbaum 《Religious education (Chicago, Ill.)》2013,108(1):98-100

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Biomechanical differences between left- and right-handed baseball pitchers     

Matthew J. Solomito  Joel V. Ferreira  Carl W. Nissen 《Sports biomechanics / International Society of Biomechanics in Sports》2017,16(2):143-151

Left-handed baseball pitchers are thought to have a number of theoretical advantages compared to right-handed pitchers; however, there is limited scientific research detailing differences in the pitching mechanics of right- and left-handed pitchers. Therefore, this study sought to understand whether any kinematic and kinetic differences existed between right- and left-handed baseball pitchers. A total of 52 collegiate pitchers were included in this study; 26 left-handed pitchers were compared to 26 age-, height-, weight- and ball velocity-matched right-handed pitchers. Demographic information, passive shoulder range of motion and kinematic and kinetic data were obtained for each pitcher participating in the study. Results indicated that left-handed pitchers did not have a glenohumeral internal rotation deficit as compared to right-handed pitchers. Kinematic analysis indicated that elbow flexion, horizontal glenohumeral abduction and wrist coronal plane motion were significantly different between the two study cohorts. It was also noted that left-handed pitchers had increased elbow varus moments. The findings of this study suggest that pitching coaches should be aware that there are biomechanical differences between left- and right-handed pitchers.  相似文献   

Impact of Virtual Work Environment on Traditional Team Domains     

Gary D. Geroy  Jackie Hartman  Joel Olson 《Performance Improvement Quarterly》2002,15(3):11-42

An extensive literature review and a phenomenological heuristic case study examined a virtual work team to determine what were salient domains of the team and determine the effect the virtual work environment had upon these domains. The study determined that post‐modern philosophy and postindustrial society are linked to changes in the marketplace and the development of virtual work environments. Seven team domains were identified. The virtual work environment affects the communication domain of teams most strongly. This effect impacts the remaining domains. Decision processes were determined to be narrower and featured conformity. Effectiveness was shown to be diminished by the reduction of social facilitation and increase in social loafing. Leadership was affected by the change in the communication network from an all‐channel network to a wheel network. Relationship and trust were affected by erosion of trust. Roles changed with the team's reduced ability to resolve differences and execute detailed action. Purpose became more task‐oriented. Technology emerged in the study as the new virtual team domain. Factors involved in team members' satisfaction were related to personality, isolation, and team membership.  相似文献   

Variations in methods of calculating reliability of duration data     

W. Joseph Wyatt  Edward J. Callahan  Joel Michael 《Psychology in the schools》1985,22(4):473-479

The traditional percentage and correlational methods of estimating reliability of duration recording were compared to the reliability obtained with an event-by-event examination of observers' records in which the actual percentage of time that the observers were in agreement was calculated. While observing standardized videotapes, eight volunteer undergraduate students recorded “studying” using a specific definition and “not eating” using a nonspecific definition. The order of persentation and level of definition specificity were reversed for eight additional volunteer observers. Recordings were done on an event recorder. It was found that the traditional percentage reliability scores were significantly higher than actual (event-by-event) observer agreement for both behaviors, at both levels of definition specificity. Correlational reliability coefficients were significantly greater than event-by-event scores for specific definitions only. Implications of the findings include the possibility that duration recording, which does not involve a permanent product (e.g., when using a stopwatch), may be periodically checked for reliability with an event recorder, or that interval recording may be used.  相似文献   

Dullbusters part 3: “Sure shot” methods for creating excitement     

Joel Gendelman 《Performance Improvement》1993,32(3):40-41

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Taking Ownership for Transfer: A Management Development Case Study     

Timm J. Esque  Joel McCausland 《Performance Improvement Quarterly》1997,10(2):116-133

The responsibility for effective transfer of training falls into a gray area between trainers, trainees, and management. It is easy for trainers to point fingers at management and say that they are not supporting transfer of learned skills in the work environment. But this assumes that management views training as an integral component for improving organizational performance, which is often not the case. Training is more often managed as a cost than as an asset. One Training section at Intel has been experimenting with increasing transfer and improving organizational performance by directly influencing the trainee population during and after training. The rationale is that the best way to generate interest from upper management, is to demonstrate business results. This article describes a series of tactics for improving transfer of training. Each tactic was driven by the training function in an attempt to directly influence the transfer of specific management skills to the work environment.  相似文献   

Practice makes perfect     

Joel Gendelman 《Performance Improvement》1991,30(8):24-25

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THE MONITORING AND EVALUATION OF THE MIDDLESEX POLYTECHNIC DIP H.E. PROGRAMME     

Joel Gladstone  Anthony Turner 《Assessment & Evaluation in Higher Education》1983,8(2):115-129

Monitoring and evaluation of a complex course is based on data acquired formally from normal administrative records; from research, sometimes in the form of students' projects; from staff and student questionnaires. Informally, regular tutor‐group meetings and a receptive attiude on the part of staff to student opinion are crucial. Once appropriate questions have been asked, it is then possible to ensure a flow of Information which can affect not only the day‐to‐day operation of the course but also its strategic planning.  相似文献   

Groping towards science policy in the United States in the 1930s     

Genuth J 《Minerva》1987,25(3):238-268

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The demand side of STM publishing: understanding value creation in new market units     

Ronald Akie  Joel Baron  Gahl Berkooz 《Learned Publishing》2004,17(3):211-218

Five factors are shaping the STM publishing industry: the shift from a supply‐driven to a user‐driven industry; conversion of paper‐based products to an all electronic environment; commoditization of online publishing technology; consolidation; and saturation of the traditional buyer market. Opportunities exist for publishers who can leverage their traditional content assets into new products that help specifically defined user‐groups accelerate and enhance the value creation process in vertical industry sectors. Research conducted with one group of researchers within one group of functions in one given industry describes the results of such an approach.  相似文献